Pacific bird mining Chinese style fast ZARA gene

May it be accidental, or may it be inevitable. As global fashion giants like ZARA and H&M gradually established their presence in the Chinese market, local brands such as Wanda were racing ahead in the fast fashion arena. Though there seems to be a gap between the two markets, conflict is unavoidable. In Ningbo’s Tianyi Square, stores of ZARA, H&M, and Pacific Bird stand side by side, prompting China’s own fashion brands to quietly reflect on how to navigate the future of fast fashion—what path to take, and how to differentiate themselves. Brands like Pacific Bird, which have already secured a solid position in the market, now face critical decisions: should they stick to their identity or restructure for growth? Finding a suitable development path is an unavoidable challenge for any brand. Why is the blue ocean so appealing? There's no doubt that fast fashion has become a trend. Once something becomes a trend, followers naturally follow. But what will determine the future of fast fashion? According to Wanda’s leadership, the answer lies in three key factors: one, design; two, information technology; and three, supply chain integration. Over the years, Wanda has not only collaborated with top domestic institutions but also engaged in deep exchanges with international design agencies, positioning itself at the forefront of the Chinese apparel industry. Wanda was the first domestic brand to partner closely with ZARA. Each year, Pacific Bird sends its design team to ZARA for exchange programs, learning from their advanced concepts and bringing them back to China for further development. Wanda has always been a leader in design thinking, continuously attracting professional designers and expanding into both domestic and international markets. The goal is to build the most creative and passionate design team in China, ensuring that their products are always aligned with the latest global trends and better meet the needs of the Chinese consumer. Currently, Pacific Bird’s design team has grown to 130 members, with plans to expand to 300. In June 2010, the signing of the peace bird in Ningbo Hefeng Creative Plaza marked a new peak in the creative industry. This move helps the design team engage in broader exchanges, spark more creative inspiration, and infuse deeper meaning and conceptual value into their products. It also supports the long-term sustainable development of the brand and creates a talent pool that will attract even more creative minds, driving the growth of the creative industry and providing strong intellectual and human resources for future expansion. In today’s modern enterprises, information is never to be ignored. Wanda has been investing in IT systems early on, standing out as a leader in the apparel industry. They have built a fully integrated information management system, covering everything from procurement to the retail level. Any issues are quickly identified and resolved. In recent years, the company has invested tens of millions in IT infrastructure. This investment helps avoid losses caused by inaccurate or asymmetric information. Even a small error in a company with billions in sales can lead to millions in losses. Due to its virtual operational model, Pacific Bird relies heavily on its supply chain system, which pushes companies to constantly rethink resource integration. For example, traditional order-based models take about six months from design to sales, while fast fashion takes just two or three months. Pacific Bird uses a combination of order forms and fast single-system models, reducing the time from product design to market to under 20 days. This makes production and inventory control crucial. Today, Wanda has built strong relationships with its OEM partners. Leveraging its powerful information management capabilities, the company ensures timely product launches and effectively reduces inventory. The head of Wanda believes that fast fashion is a sunrise industry in the apparel sector. In the past, making clothes was seen as a traditional and declining industry, difficult to attract investment, talent, or policy support. Fast fashion has changed all that, opening up a new world full of imagination for the traditional clothing industry. It has transformed culture and ideas into productive forces, turning clothing workshops into DreamWorks. With the rise of the knowledge economy, fast fashion has significantly boosted the appeal of the industry, attracting more funding, talent, and favorable policies, becoming the driving force behind business innovation and growth.

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